FinTech Startup X

The Challenge

The client approached me at a critical juncture. Despite having a functional product and a talented team, they were facing significant headwinds. Key metrics had plateaued, user engagement was inconsistent, and the leadership team was misaligned on the strategic priorities needed to break through to the next level of growth. They needed an objective, external perspective to diagnose the root causes and chart a clear path forward.

My Role: Interim Head of Product

I embedded with the team, not as a consultant who delivers a slide deck and disappears, but as a hands-on leader. My responsibilities included conducting deep-dive user research, performing a comprehensive audit of their existing product funnel, and facilitating workshops with leadership to redefine their core value proposition. I owned the strategic roadmap from inception to board-level presentation.

The Solution

The strategy was twofold. First, we focused on "stopping the bleeding" by identifying and shipping high-impact fixes to the user onboarding flow, which immediately improved short-term retention. Second, we defined a new, ambitious product vision focused on a core "job-to-be-done" for their power users. This involved sunsetting legacy features, reallocating engineering resources, and building a new set of capabilities that created a defensible moat against competitors and unlocked a new, more valuable customer segment.